- Evaluation Plan:
- 2018-2022, Fiji
- Evaluation Type:
- Mid Term Project
- Planned End Date:
- 05/2021
- Completion Date:
- 05/2021
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 30,000
Tuvalu FASNETT Mid Term Review
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 UNDP-GEF-MTR-TOR-Template-June2020_ENGLISH_Tuvalu FASNETT.docx |
tor | English | 128.07 KB | Posted | 1051 |
 MTR-Report-FASNETT-Final version.pdf |
report | English | 2125.52 KB | Posted | 1077 |
| Clearance slip_TV FASNETT MTR.docx.pdf |
related-document | English | 419.48 KB | Posted | 916 |
| Title | Tuvalu FASNETT Mid Term Review | ||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Atlas Project Number: | 00097730 | ||||||||||||||
| Evaluation Plan: | 2018-2022, Fiji | ||||||||||||||
| Evaluation Type: | Mid Term Project | ||||||||||||||
| Status: | Completed | ||||||||||||||
| Completion Date: | 05/2021 | ||||||||||||||
| Planned End Date: | 05/2021 | ||||||||||||||
| Management Response: | Yes | ||||||||||||||
| Focus Area: |
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| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
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| Evaluation Budget(US $): | 30,000 | ||||||||||||||
| Source of Funding: | GEF Trust Fund | ||||||||||||||
| Evaluation Expenditure(US $): | 22,000 | ||||||||||||||
| Joint Programme: | No | ||||||||||||||
| Joint Evaluation: | No | ||||||||||||||
| Evaluation Team members: |
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| GEF Evaluation: | Yes
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| Key Stakeholders: | Energy Department - Ministry of Public Utilities and Infrastructures | ||||||||||||||
| Countries: | FIJI |
| Lessons | |
|---|---|
| Findings |
| Recommendations | |
|---|---|
| 1 | Evaluation recommendation 1. Terminate the National Implemented Modality (NIM) – The project’s limited results have shown that Tuvalu does not have the required capacity to carry out this type of project within the expected implementation period. UNDP and the Government should therefore have a dialogue about the recommended termination of the NIM. This should however not reduce the GoT participation in the project, since both UNDP and GoT should have the interest of a strong national participation. |
| 2 | Evaluation recommendation 2. Improve project management – The project structure should be reorganized in accordance with the MTR report par. 4.3.1. The PMU should be strengthened to improve project effectiveness and efficiency. This could be done through training, advisory from specialized consultants, and changes in the staff set-up, which are issues the Government and UNDP should have a dialogue about to reach the best decisions. In the case that the Government and UNDP decide not to terminate the NIM, the second best option would be to transfer the executing agency responsibility to TEC. MoU’s with important project partners and other stakeholders could also improve project delivery, as long as the documents are concrete enough to be able to monitor their compliance. |
| 3 | Evaluation recommendation 3. Visibility - Many government officials in the energy sector and other relevant areas know only remotely about the FASNETT project. It is crucial that the project improves its visibility, to raise interest in collaboration and coordination, and to be able to disseminate best practices later on during implementation. This could be done through media (Internet, radio, etc.), printed material, and most of all the project’s presence in multi-stakeholder events, in collaboration with public and private stakeholders and other projects |
| 4 | Evaluation recommendation 4. Enhance Technical Capacity – Mainstream into staff appraisal criteria of knowledge towards renewable energy or conduct quarterly trainings. Most importantly, international technical assistance is needed to assist the Department of Energy |
| 5 | Evaluation recommendation 5. Partnership and stakeholder engagement: Improved and active stakeholder engagement is demanded at all stages of the project and is urgent right now. This should result in well-coordinated activities and flow of information |
| 6 | Evaluation recommendation 6. Develop and implement an integrated management plan for the Tafua Pond: The mangrove pond site for the floating solar panels is heavily polluted, and a multi-stakeholder approach could create a win-win situation. For the reasons explained above, the project should partner with the following stakeholders who have a common objective to clean and improve the biodiversity of the pond: Department of Environment, the NGO Tuvalu Climate Action Network, Department of Agriculture, UNDP-GEF R2R project, and the Saugavaka local project |
| 7 | Evaluation recommendation 7. Build education system capacity: Explore with existing educational institutions in Tuvalu how to design and deliver energy courses or certificates at the different levels, streaming from primary to tertiary education locally and offer tuition scholarships |
| 8 | Evaluation recommendation 8. Intensify focus on removing financial Barriers – A distinguished scheme should be designed for low-income earners and those living in poverty. A possibility could e.g. be 50% subsidy on paid appliances, or to exchange appliances that are causing hardship through expensive electricity bills |
| 9 | Evaluation recommendation 9. Explore applicable and effective business models for the private sector – The private sector development to engage heavily in the EE appliances trade has been overlooked throughout the project implementation process. It would be instrumental to map out demand for different types of financing by company scale (for micro, small, and medium sized enterprises), and determine financing schemes that could be offered to develop suitable models for EE appliance trading in Tuvalu. |
| 10 | Evaluation recommendation 10. Focus on Beneficiaries – The project focuses mainly on institutions and communities as its beneficiaries. It would probably be effective in a small sized country to also focus on individuals as primary beneficiaries. This follows the need and project demand to change attitude and behavior towards using energy efficiency appliances. House orientation is of vital priority to installation of solar panels and purchasing of EE appliances. However, it is the decision of the individual that would cause a potential huge transformation to occur |
| 11 | Evaluation recommendation 11. Installation of solar PV on institutions and school buildings – The majority of institutions and school buildings on Fongafale (main island of Funafuti with highest demand of consumption) do not have solar PV installed. These include the Right Honourable Dr. Sir Tomasi Puapua Convention Centre, Local Government of Funafuti, the Government hall – Tulaakiga, Nauti Primary School, and all the island community halls. Despite the investment in floating solar panels, project funding (including government counterpart financing) should be able to cover this |
| 12 | Evaluation recommendation 12. Prepare project extension request and exit strategy – The project would not be able to finish all the targets on time, and UNDP should as soon as possible prepare a justified request to GEF for a one year no-cost extension. The project should also prepare an exit strategy with focus on the sustainability of project outcomes, in accordance with the Mid-term review |
Management Response Documents
1. Recommendation:
Evaluation recommendation 1. Terminate the National Implemented Modality (NIM) – The project’s limited results have shown that Tuvalu does not have the required capacity to carry out this type of project within the expected implementation period. UNDP and the Government should therefore have a dialogue about the recommended termination of the NIM. This should however not reduce the GoT participation in the project, since both UNDP and GoT should have the interest of a strong national participation.
Management Response: [Added: 2021/08/10]
Management response: Disagree. The change from the current NIM arrangement to DIM (Direct Implementation Modality) will be a complicated process. It will need additional requirements and will further delay the FASNETT implementation. During the PPG stage (ref: ProDoc), the decision in the NIM arrangement was for the TEC to be the Responsible Party, which will “act on behalf of and as designated by the IP” (MTET/DOE). This arrangement took into account the organizational structure of the MTET/DOE being the project owner and main beneficiary of the project, on behalf of the Government of Tuvalu. The MTET/DOE retains its oversight and policy umbrella role over TEC. A dialogue among MTET/DOE, UNDP, TEC and PMU was necessary to clarify the Responsible Party role of TEC and define the responsibilities between DOE and TEC that could be articulated in a Memorandum Order (or whatever executive instrument) and define the sharing of responsibilities between these 2 entities to be facilitated by the PMU to fast track the project implementation. In the interest of maintaining a strong national participation, the current direction of the MTET/DOE leadership, therefore, is to continue the NIM arrangement with the strengthening of the project management as discussed below.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 1.1 Dialogue among MTET/DOE, UNDP, TEC, and PMU
[Added: 2021/08/10] |
MTET/DOE (Lead), UNDP, TEC, and PMU | 2021/06 | Completed | ||
| 1.2 Decision on the continuing and strengthening of the NIM arrangement by defining roles among DOE, TEC, and PMU
[Added: 2021/08/10] |
MTET/DOE (Lead), UNDP, and TEC | 2021/06 | Completed | ||
| 1.3 MTET/DOE to issue a Memo Order to have a sharing of responsibility in managing and overseeing the project: for DOE (Comp. 1, 2 and 4 and for TEC (Comp. 3). PMU will continue to in charge of day-to-day operations but will coordinate very closely with DOE and TEC in the implementation of their respective Components; and MTET/DOE retains the policy and executive oversight under a NIM
[Added: 2021/08/10] [Last Updated: 2022/11/04] |
MTET/DOE | 2022/10 | Completed | done History |
2. Recommendation:
Evaluation recommendation 2. Improve project management – The project structure should be reorganized in accordance with the MTR report par. 4.3.1. The PMU should be strengthened to improve project effectiveness and efficiency. This could be done through training, advisory from specialized consultants, and changes in the staff set-up, which are issues the Government and UNDP should have a dialogue about to reach the best decisions. In the case that the Government and UNDP decide not to terminate the NIM, the second best option would be to transfer the executing agency responsibility to TEC. MoU’s with important project partners and other stakeholders could also improve project delivery, as long as the documents are concrete enough to be able to monitor their compliance.
Management Response: [Added: 2021/08/10]
Management response: Agree. In line with the decision to maintain the NIM arrangement, the project management will be strengthened consistent with the management response to the MTR Recommendation 1. The lack of capacity of the DOE to host the PMU as found during the MTR was due to DOE staff change-overs and study leave at that time. A new Director for the DOE was recently appointed in the 2nd week of June 2021 after his return from foreign study leave. He will be working closely on the oversight of the FASNETT implementation as the National Project Director representing the GoT in the Project Organization Structure. MTET/DOE will continue to have the policy umbrella and regulatory function over TEC which will be in-charge also of providing the technical support to MTET/DOE. A scheme of sharing of responsibilities in managing the project to fast track its implementation was decided that would allow DOE to focus on the Component 1 (Awareness), Component 2 (Policy, Regulations, Planning and Administration) and Component 4 (Financing Mechanisms); while TEC will focus on the more technology-related Component 3 (Demonstrations and Replication Planning) and the same time providing technical support in the other Components assigned to DOE, as necessary. The detailed tasks and implementation work will be performed by hired national and international consultants or contractors who will be supervised by DOE and TEC in their respective Components. The Project Board has authorized the hiring of the CTA, the Project Coordinator, and the International Consultant for Project Demonstrations to provide continuous technical assistance to PMU. A Responsibility Matrix will delineate the necessary implementation tasks/steps and the implementation guidelines as well as the timelines and necessary resource inputs for completing the project Activities towards producing the required Outputs to improve project delivery performance. It will also indicate the need for possible extension of the overall implementation period depending on the necessary time to complete each Output beyond the approved target completion date of February 2022, considering the technical requirements and project implementation delays. This updated project management arrangement clarifies the ProDoc’s provision on the Project Organization and the Responsible Party role of TEC in maintaining the NIM arrangement. It will be the subject of a Memorandum Order, guidelines and project completion plan as agreed. The National Advisory Committee on Energy (NACE) that is being activated and institutionalized through the ongoing development of the Energy Act will supplement the policy making and stakeholder consultative functions of DOE. The regular UNDP/DOE/TEC/PMU weekly oversight coordination meeting which was initiated before the MTR will continue to be conducted to track progress, resolve project issues, manage various risks and facilitate decision making to fast track project implementation
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 2.1 Discussion and decision on the improvement of the project management and reporting system involving MTET/DOE, TEC, and PMU. The new Director of DOE will assume the National Project Director role as described in the ProDoc/Project Management structure. The reporting system will follow the sharing of responsibilities described in Response #1.3 above
[Added: 2021/08/10] |
MTET/DOE (Lead), UNDP, TEC, and PMU | 2021/06 | Completed | ||
| 2.2 Documentation of the agreed system for project management and reporting/monitoring
[Added: 2021/08/10] [Last Updated: 2022/10/04] |
MTET/DOE (Lead), UNDP, and TEC | 2022/09 | Completed | COMPLETED History | |
| 2.3 Issuance of the Memo Order regarding the agreed implementation arrangements in Item 1.3 above
[Added: 2021/08/10] [Last Updated: 2022/11/04] |
MTET/DOE | 2022/10 | Completed | done History |
3. Recommendation:
Evaluation recommendation 3. Visibility - Many government officials in the energy sector and other relevant areas know only remotely about the FASNETT project. It is crucial that the project improves its visibility, to raise interest in collaboration and coordination, and to be able to disseminate best practices later on during implementation. This could be done through media (Internet, radio, etc.), printed material, and most of all the project’s presence in multi-stakeholder events, in collaboration with public and private stakeholders and other projects
Management Response: [Added: 2021/08/10]
Management response: Agree. The Project will continue to pursue the improvement of awareness and visibility for the project and its activities and desired results. The Project Team as assisted by the Consultant will continue with the main activities as described below on the development of a communication plan, the preparation of multimedia materials through various platforms and the dissemination of information materials with the key messages under the communication plan
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 3.1 Development of a communication plan for all stakeholders, beneficiaries, and individuals on FASNETT. (This is linked to the Project’s Output 1.5, Activity 1.5.1. Please refer to ProDoc)
[Added: 2021/08/10] [Last Updated: 2022/10/04] |
PMU (Lead), MTET/DOE, TEC | 2022/12 | Initiated | History | |
| 3.2 Preparation of multi-media materials and content messages for the popular platforms based on the communication plan. (Activity 1.5.3)
[Added: 2021/08/10] [Last Updated: 2022/10/04] |
PMU (Lead), MTET/DOE, TEC | 2022/12 | Initiated | History | |
| 3.3 Dissemination of the awareness raising messages through various platforms and networks and conduct spot surveys for effectiveness in order to improve further visibility. (Activity 1.5.4)
[Added: 2021/08/10] [Last Updated: 2022/11/04] |
PMU (Lead), MTET/DOE, TEC | 2022/10 | Completed | done History |
4. Recommendation:
Evaluation recommendation 4. Enhance Technical Capacity – Mainstream into staff appraisal criteria of knowledge towards renewable energy or conduct quarterly trainings. Most importantly, international technical assistance is needed to assist the Department of Energy
Management Response: [Added: 2021/08/10]
Management response: Agree on enhancing technical capacity and familiarity of the DOE staff on FASNETT’s RE and EE program activities and desired outputs (in addition to their overall national program scope). TEC and its RE and EE Department should supplement capacity and provide technical assistance to DOE and PMU on the technical aspects of the program, particularly in the implementation of the FASNETT demos and the baseline projects. This will be in consonance with the management responses in item #1 and 2 above on implementing the Responsible Party role of TEC
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 4.1 Capacity building needs analysis and development/adoption of training programs for key officials and staff of DOE and other related departments in familiarizing with the RE/EE technologies and administering the RE/EE program. This is linked to the Project’s Output 1.3, Activity 1.3.1
[Added: 2021/08/10] [Last Updated: 2022/07/07] |
PMU (Lead), MTET/DOE, TEC | 2022/11 | Overdue-Initiated | History | |
| .2 Acquisition, development and training on necessary management tools such as integrated energy planning software, databases, and monitoring system (Activity 2.3.3) in addition to the specialized technical training courses conducted by TEC. (Output 1.3, Activity 1.3.2)
[Added: 2021/08/10] [Last Updated: 2022/11/04] |
PMU (Lead), MTET/DOE, and TEC | 2022/10 | Completed | done History | |
| 4.3 Development and establishment of an evaluation and improvement scheme to ensure that the capacity building and training activities are achieving the desired outcomes. (Output 1.4, Activity 1.4.1)
[Added: 2021/08/10] [Last Updated: 2022/11/04] |
PMU (Lead), MTET/DOE, TEC, and stakeholders | 2022/10 | Completed | done History |
5. Recommendation:
Evaluation recommendation 5. Partnership and stakeholder engagement: Improved and active stakeholder engagement is demanded at all stages of the project and is urgent right now. This should result in well-coordinated activities and flow of information
Management Response: [Added: 2021/08/10]
Management response: Agree. NACE should be engaged to be more actively involved in the stakeholder engagement, participative consultation with the consumer groups and related policy making in order to augment capacity of MTET/DOE in dealing with the multi-sectoral aspects of the RE/EE program administration.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 5.1 Improvement of the institutional working arrangements and implementing guidelines for NACE in working with the multi-sectoral stakeholders (Linked to Activity 2.4.1)
[Added: 2021/08/10] [Last Updated: 2022/10/04] |
PMU (Lead), MTET/DOE, TEC | 2022/12 | Initiated | History | |
| 5.2 Coordination and establishment of technical working groups (TWGs) comprised of the relevant government agencies, local leaders, financial sector, and support industry to remove related barriers (Activity 2.4.2) Coordination and establishment of technical working groups (TWGs) comprised of the relevant government agencies, local leaders, financial sector, and support industry to remove related barriers (Activity 2.4.2)
[Added: 2021/08/10] [Last Updated: 2022/07/11] |
PMU (Lead), MTET/DOE, TEC | 2022/12 | Initiated | History | |
| 5.3 Development and approval of follow-up and sustainability plan for the monitoring, evaluation and enhancement of RE/EE plans and policies, as well as enhancements of the institutional framework and mechanisms for sustainably enforcing consistent government policies on RE/EE to support national development by achieving the 100% RE in power generation (Activity 2.7.1)
[Added: 2021/08/10] [Last Updated: 2022/10/04] |
PMU (Lead), MTET/DOE, TEC | 2022/12 | Initiated | History |
6. Recommendation:
Evaluation recommendation 6. Develop and implement an integrated management plan for the Tafua Pond: The mangrove pond site for the floating solar panels is heavily polluted, and a multi-stakeholder approach could create a win-win situation. For the reasons explained above, the project should partner with the following stakeholders who have a common objective to clean and improve the biodiversity of the pond: Department of Environment, the NGO Tuvalu Climate Action Network, Department of Agriculture, UNDP-GEF R2R project, and the Saugavaka local project
Management Response: [Added: 2021/08/10]
Management response: Agree. The Project has developed a scheme and initiated to implement remediation to clean up the pond water to prepare it for the construction and installation works for the FSPV facility. Considering that the pond is also a common place for various projects and activities by interested stakeholders for different purposes, the Project has coordinated with the Kaupule (local government) on the policy to control the indiscriminate disposal of pig wastes into the pond and is developing an integrated and sustainable approach in the common use of the pond and preserving its desired water quality. This will be one of the development agenda that will be tackled by the NACE in consultation with the Kaupule and other interested stakeholders
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 6.1 Implementation of the pond water clean-up scheme in cooperation Dept of Public Works and various stakeholders in preparation for the FSPV installation
[Added: 2021/08/10] [Last Updated: 2022/07/11] |
PMU (Lead), MTET/DOE, TEC, DPW | 2022/12 | Initiated | History | |
| 6.2 Establishment and enforcement of the local policy on the common use of the pond and the control of the indiscriminate disposal of pig wastes into the pond as the immediate step
[Added: 2021/08/10] [Last Updated: 2022/11/04] |
PMU (Lead), MTET/DOE, TEC | 2022/10 | Completed | done History | |
| 6.3 Development and implementation of an integrated and sustainable plan in the common use of the pond and preserving its desired water quality and related biodiversity requirements
[Added: 2021/08/10] |
PMU, MTET/DOE (Lead), TEC | 2022/11 | Overdue-Not Initiated |
7. Recommendation:
Evaluation recommendation 7. Build education system capacity: Explore with existing educational institutions in Tuvalu how to design and deliver energy courses or certificates at the different levels, streaming from primary to tertiary education locally and offer tuition scholarships
Management Response: [Added: 2021/08/10]
Management response: Agree. The Project through the PMU has coordinated with the Department of Education on the introduction of RE/EE-related courses in the relevant curricula. This will require basic knowledge need analysis at the different educational levels, development of the appropriate curriculum adjustments, preparation and production of specific instructional materials, follow-up planning and adoption of the MOAs to implement the plan
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 7.1 Training needs analysis for RE/EE technology appreciation and development plan for the appropriate courses and instructional materials. (Activity 1.3.2)
[Added: 2021/08/10] [Last Updated: 2022/10/04] |
PMU (Lead), MTET/DOE, DoEd, Academic Institutions, stakeholders with technical assistance of consultants | 2022/12 | Initiated | History | |
| 7.3 Adoption and execution of the MOAs to implement the plan, monitor and evaluate the results for further improvement and institutionalize the improved curriculum. (Activity 1.3.2)
[Added: 2021/08/10] [Last Updated: 2022/07/11] |
PMU, MTET/DOE (Lead), DoEd | 2022/12 | Initiated | History | |
| 7.2 Development and implementation of the curriculum adjustments with Department of Education (Activity 1.3.2)
[Added: 2021/08/10] [Last Updated: 2022/11/04] |
PMU (Lead), MTET/DOE, DoEd, Academic Institutions, stakeholders with technical assistance of consultants | 2022/10 | Completed | done History |
8. Recommendation:
Evaluation recommendation 8. Intensify focus on removing financial Barriers – A distinguished scheme should be designed for low-income earners and those living in poverty. A possibility could e.g. be 50% subsidy on paid appliances, or to exchange appliances that are causing hardship through expensive electricity bills
Management Response: [Added: 2021/08/10]
Management response: Agree. The Project is reviewing the loan eligibility criteria and discussing it with DBT to include those who are receiving remittances from family members working and living overseas. The scope of DBT financing windows is likewise being reviewed. The funds are now open for both EE appliances and RE (mostly solar PV) small RE power applications. Some of the financial incentives have been adopted by DBT. GoT has included them in the draft Energy Bill that will establish further the legal aspects of the support subsidies for the low-income and poor families in acquiring the desired RE and EE devices.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 8.1 Finalization of the loan eligibility criteria and scope of coverage for the RE/EE devices and appliances financing scheme for targeted consumers (Output 4.1.1,/activity 1.4.1)
[Added: 2021/08/10] [Last Updated: 2022/07/11] |
PMU, MTET/DOE, DBT (Lead) | 2022/12 | Initiated | History | |
| 8.2 Development and adoption of policy incentives or subsidy scheme for low-income and poor families to enable them to acquire the desired RE/EE devices and appliances (Output 4.2.2, Activity 2.2.2)
[Added: 2021/08/10] [Last Updated: 2022/07/11] |
PMU, MTET/DOE (Lead), DBT and Dept of Finance | 2022/12 | Initiated | History | |
| 8.3 Evaluation of the results of the implementation of the adopted financial schemes and adoptions of measures to improve the schemes. (Output 4.2.4, Activity 4.2.4)
[Added: 2021/08/10] [Last Updated: 2022/07/11] |
PMU, MTET/DOE (Lead), DBT and Dept of Finance | 2022/12 | Initiated | History |
9. Recommendation:
Evaluation recommendation 9. Explore applicable and effective business models for the private sector – The private sector development to engage heavily in the EE appliances trade has been overlooked throughout the project implementation process. It would be instrumental to map out demand for different types of financing by company scale (for micro, small, and medium sized enterprises), and determine financing schemes that could be offered to develop suitable models for EE appliance trading in Tuvalu.
Management Response: [Added: 2021/08/10]
Management response: Agree. The participation of the private sector has started to be visible through their involvement in the supply of RE/EE devices and appliances. On the other hand, in the utilization side, two private individuals have installed 1 – 2 Kva solar PV power systems for their own use for domestic uses and business (laundry and water purification) and invested their own resources. There is a good potential for similar interests. The Project is exploring with DBT and DOE on the development and adoption of business models, through technical assistance from consultants to be hired by the project, that could be qualified for financial support. This will be very applicable to roof-top solar PV power systems for private entities, government buildings and schools. The related policies on RE-enabling schemes and technologies such feed-in tariff, net-metering, net-billing, etc. to be done under the World Bank project are in sync with the adoption of policies to shift to RE technologies. The successful and timely application of these enablers will push forward the private sector interest in investing in the promising business models applicable in Tuvalu
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 9.1 Development and adoption of business models for possible RE/EE investments by private sector with technical assistance from consultants (Output 4.1.1, Activity 4.1.1)
[Added: 2021/08/10] [Last Updated: 2022/11/04] |
PMU, MTET/DOE (Lead), DBT | 2022/12 | Initiated | History | |
| 9.2 Coordination with the WB Project through MTET/DOE on fast tracking the development and adoption of the enabling technologies and requisite technical standards to be included in the Energy Bill to be the basis of the business models (Output 2.3, Activity 2.3.1 & Output 4.2.1, Activity 4.2.1)
[Added: 2021/08/10] [Last Updated: 2022/11/06] |
PMU, MTET/DOE (Lead), DBT, WB Project | 2022/12 | Initiated | History | |
| 9.3 Inclusion in the Energy Bill the expansion of the DBT RE-financing portfolio to provide access and availability of funds to support the increasing demand for RE-based small roof-top power generation systems (Activity 2.3.1 & Activity 4.2.1)
[Added: 2021/08/10] [Last Updated: 2022/11/06] |
PMU, MTET/DOE, DBT (Lead), Department of Finance | 2022/12 | Initiated | History |
10. Recommendation:
Evaluation recommendation 10. Focus on Beneficiaries – The project focuses mainly on institutions and communities as its beneficiaries. It would probably be effective in a small sized country to also focus on individuals as primary beneficiaries. This follows the need and project demand to change attitude and behavior towards using energy efficiency appliances. House orientation is of vital priority to installation of solar panels and purchasing of EE appliances. However, it is the decision of the individual that would cause a potential huge transformation to occur
Management Response: [Added: 2021/08/10]
Management response: Disagree. The Project uses a balanced approach to the engagement of beneficiaries whether they are institutions and communities or individual users of RE/EE devices. In fact, programs for the institutions and communities have been covered by TEC’s bigger sized RE-based power supply programs. The Project used a 2015 household demand survey as basis for determining the energy needs of individual families and how they can be satisfied by RE and EE technologies. It also supported a gender survey including energy demand-related questions to determine the implication of gender in the selection and acquisition of RE and EE devices, considering that women are very much involved in domestic financial decisions
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 10.1 Updating of the household survey and determining the patterns of energy supply and demand at the individual household level and factoring in the gender implications in RE/EE applications . The results will contribute in refining Output 1.5
[Added: 2021/08/10] [Last Updated: 2022/07/11] |
PMU, MTET/DOE (Lead), TEC | 2022/12 | Initiated | History | |
| 10.2 Determination of the appropriate strategy to encourage the institutions and communities as well as individual beneficiaries in adopting RE and EE
[Added: 2021/08/10] [Last Updated: 2022/07/11] |
PMU, MTET/DOE (Lead), TEC | 2022/12 | Initiated | History | |
| 10.3 Assessment and development of incentive mechanisms suitable for each type of beneficiaries
[Added: 2021/08/10] [Last Updated: 2022/11/06] |
PMU, MTET/DOE (Lead), TEC | 2022/12 | Initiated | History |
11. Recommendation:
Evaluation recommendation 11. Installation of solar PV on institutions and school buildings – The majority of institutions and school buildings on Fongafale (main island of Funafuti with highest demand of consumption) do not have solar PV installed. These include the Right Honourable Dr. Sir Tomasi Puapua Convention Centre, Local Government of Funafuti, the Government hall – Tulaakiga, Nauti Primary School, and all the island community halls. Despite the investment in floating solar panels, project funding (including government counterpart financing) should be able to cover this
Management Response: [Added: 2021/08/10]
Management response: Agree. Considering the Management Response in #8 and #9 as the financial models, incentives and technical assistance are determined by the Project, the installations and available funding (from DBT or from individual resources) for installation of Solar PV facilities in institutions and school buildings will be encouraged
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 11.1 Assessment of the potential of roof-top Solar PV systems and the strength and stability of existing roofs, for mounting solar PVs and developing guidelines in the installation
[Added: 2021/08/10] [Last Updated: 2022/07/11] |
PMU, MTET/DOE (Lead), TEC | 2022/12 | Initiated | History | |
| 11.2 Development and approval of technical specifications for the use of roof-tops of government buildings, schools, and other institutions
[Added: 2021/08/10] [Last Updated: 2022/11/06] |
PMU, MTET/DOE (Lead), TEC | 2022/12 | Initiated | History | |
| 11.3 Assistance in packaging financial proposals for decision making and bank loan application with funding support from the GoT through incentives and loan windows from the expanded RE financing by DBT
[Added: 2021/08/10] [Last Updated: 2022/11/06] |
PMU, MTET/DOE (Lead), TEC, | 2022/12 | Not Initiated | History |
12. Recommendation:
Evaluation recommendation 12. Prepare project extension request and exit strategy – The project would not be able to finish all the targets on time, and UNDP should as soon as possible prepare a justified request to GEF for a one year no-cost extension. The project should also prepare an exit strategy with focus on the sustainability of project outcomes, in accordance with the Mid-term review
Management Response: [Added: 2021/08/10]
Management response: Agree. The request letter for extension of project implementation period has been prepared, to be signed by MTET/DoE and as well as the other supporting documents needed. An 18-month extension is being considered from the date that the Project was supposed to be completed on February 28, 2022. The justification highlights the needed period for the completion of demos. The corresponding AWP for the years covered for extension for 2022 and 2023 will be prepared. It is noted that availability of additional budget for project management should be ensured
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 12.1 Submission of the project extension request and the required documents to support the justifications
[Added: 2021/08/10] [Last Updated: 2022/07/11] |
PMU, MTET/DOE (Lead), TEC | 2022/12 | Initiated | History | |
| 12.2 Strategic planning for the extension period and exit strategy formulation
[Added: 2021/08/10] [Last Updated: 2022/07/11] |
PMU (Lead), MTET/DOE, TEC | 2022/12 | Initiated | History | |
| 12.3 Preparation, finalization, and approval of the AWP 2022 and 2023
[Added: 2021/08/10] [Last Updated: 2022/07/11] |
PMU (Lead), MTET/DOE, TEC | 2022/12 | Initiated | History |